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I’ve been my seven -time “new engineer” LivelihoodDuring four internships and three full -time jobs. My first job after the university was a founder engineer (employee #3) in Stanford Startup. Onboarding in this company was as simple as “here is your laptop, good luck!”
Was acquired by this startup PinterestWhich was a silicon valley darling with around 400 employees at that time passing through hypergrove. Pinterest had more process than startups, but the product and company were changing rapidly. Onboarding doors were often wrong or old.
Then I joined Facebook (now Meta) As a senior engineer, entering a large technical environment with thousands of employees. Facebook is famous for a very structured approach to onboarding through Bootcamp, a multiplication program to speed up engineers.
At the top of the company’s infections, I have also done “mini-onboarding” within a company when switching teams or walking due to ORG. The technical industry today moves incredibly rapidly, so it is necessary for your ability to quickly adapt and ramp. Livelihood Success.
It is easy to feel overwhelmed during the onboarding process because there is much to learn: a new codebase, team dynamics and company culture. Instead of relying on standard documentation and training sessions, I discovered a more active approach among the best performing new employees. This strategy ramps you quickly with confidence.
Elgorithm for Intro 1: 1
When you are new, do not wait for the information to come to you. A great way to get information is that you can have one-one meetings with your new colleagues. Here is “Livelihood Cold start algorithm “I used for these conversations.It comes from a blog post from Meta’s CTO,
During these one-one-one, ask three major questions:
- “I need to know what I can do as a new engineer?” (25 minutes) It helps you collect important, unfiltered information from the point of view of a person.
- “What are the biggest challenges of the team?” (3 minutes) This reveals the pain points of the team and where you can potentially create a quick difference.
- “Who else should talk to the team?” (2 minutes) It helps you to set 1: 1 S. By asking it again and again, you will start watching a pattern because similar names often come. These individuals are reliable, influential people who are likely to be important for your future projects.
If you are joining a large company, I recommend schedules at least ten-one-one conversation within your first two weeks. Take advantage of the fact that everyone wants to meet a new person! This list should include your direct manager, his manager and each of your immediate team members.
Talk and inspect
It is valuable to talk to colleagues, but actions speak loudly than words. When you are new, inspect how your companions spend their time. This should be quite easy as engineering work will naturally manufacture sub -products that reveal priorities and goals.
If you are a software engineer, for example, look at the code or design documents that a colleague has contributed to achieving the speed of the team and their priorities. The documents they do is a direct reflection that they give importance.
Or, if possible, look at the schedule of your peers how they allocate their time. Are they in back-to-back meetings, or do they have important blocks of focus time for deep work? This simple act provides a treasure of information about team norms and individual working styles.
This combination of talking and watching has immediate benefits. You can ask more thoughtful questions in meetings, identify opportunities in existing projects, and most importantly, Culturally on the shipAs you understand the criteria of your new team around meetings, code reviews, or product launch, you will quickly suit your new environment.
Applying “Talk and Observatory” framework will make you confident and impressive in your new role. You get success!
-A male name
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